٭ اثر صہبائی، بام رفعت، لاہور ، اکادمی پنجاب ،۱۹۵۴ء
٭ اثر صہبائی، بحضورؐ سرور کائنات ، لاہور، انجمن حمایت اسلام، س۔ن
٭ اثر صہبائی، جام صہبائی، لاہور، دار اللتالیف ،۱۹۳۸ء
٭ اثر صہبائی، جام طہور، لاہور، تاج کمپنی لمیٹڈ، ۱۹۳۷ء
٭ اثر صہبائی، خمستان، لاہور، تاج کمپنی لمیٹڈ، ۱۹۳۷ء
٭ اثر صہبائی، ر وح صہبائی، لاہور، تاج کمپنی لمیٹڈ ،۱۹۳۷ء
٭ اثر صہبائی، راحت کدہ، لاہور، تاج کمپنی لمیٹڈ، ۱۹۴۲ء
٭ اثر صہبائی، محبت کے پھول ، لاہور ، نوائے وقت پرنٹرز،۱۹۶۳ء
٭ اثر صہبائی، نور و نکہت، کراچی، اردو اکیڈمی سندھ ، ۱۹۵۹ء
٭ اجمل نیازی، ڈاکٹر، فوق الکشمیر، لاہور ، سنگ میل پبلی کیشنز،۱۹۹۰
٭ احسان اﷲ ثاقب، ’’ شہر غزل‘‘ ، لاہور، معراج پرنٹرز،۲۰۰۶ء
٭ اخلاق اثر، ڈاکٹر، ( مرتب) ، اقبال نامے، بھوپال، طارق پبلی کیشنز ، ۱۹۸۱
٭ اسلم ملک، اقبال مفکر پاکستان، لاہور، اکبر امین پریس، ۱۹۹۷ء
٭ اسلم ملک، بچوں کا اقبال، لاہور، اکبر امین پریس، ۲۰۰۰ء
٭ اسلم ملک، علامہ اقبال بچپن اور جوانی، ایضاً، ۲۰۰۰ء
٭ اسلم ملک، مرتب بخدمت اقبال ، لاہور، اکبر امین پریس ،۲۰۰۰ء
٭ اسلم ملک، ’’ مطالعات اقبال‘‘ ، سیالکوٹ،اردو ادب اکیڈمی، ۱۹۶۹ء
٭ اشتیاق احمد(مرتب)، ’’ فیض احمد فیض کی شاعری‘‘ ،لاہور ، کتاب سرائے،۲۰۱۰ء
٭ اشفاق نیاز، ’’ تاریخ سیالکوٹ‘‘ ، سیالکوٹ، سیالکوٹ ایڈورٹائزرز،۲۰۰۹ء
٭ اصغر سودائی، ’’ چلن صبا کی طرح‘‘ ، لاہور، صدیقی...
This study aims to analyze the Relationship between Organizational Culture and Employee Performance through Work Stress at the Regional Office of the Directorate General of Customs and Excise, East Java I. This research method is an explanatory research, the analysis unit in this study is employees who work in the Directorate General of Customs and Excise Office. East Java I region, which consists of 80 structural officials, 79 functional officials and 1323 executive staff. The method of collecting research data using a questionnaire. The results showed that organizational culture affects the work stress of employees at the Regional Office of the Directorate General of Customs and Excise, East Java I, this shows that organizational culture is able to increase the work stress of employees of the Regional Office of the Directorate General of Customs and Excise, East Java. Organizational culture influences the performance of the employees of the Regional Office of the Directorate General of Customs and Excise, East Java I, this shows that with a good and appropriate organizational culture, it is able to increase the performance of the employees of the Regional Office of the Directorate General of Customs and Excise, East Java I. New organizational culture that also improves Employee stress, namely the imposition of input into daily work activity reports by employees in the daily logbook through an internet-based application with details on the types of activities, time norms, achievement targets and employee daily problems for all levels of employees, both structural, functional and executive.
Effectiveness of Performance Appraisal System: A Proposed Model with Empirical Evidence from the Government Employees of Punjab, Pakistan The main purpose of the current study was to evaluate the effectiveness of performance appraisal system used for government employees in school education department of Punjab, Pakistan and to propose a model of performance appraisal that highlights the importance of leader-member exchange in determining performance appraisal reactions (performance appraisal fairness and performance appraisal satisfaction). This study is grounded in the concepts extracted from, but not limited to, social exchange theory by Homans (1958), leader-member exchange theory by Graen and Uhl-Bien, (1995) and organizational justice theory by Greenberg (1987). The proposed model posits that leader-member exchange influences performance appraisal reactions which in turn influence the effectiveness of performance appraisal system. Thus, performance appraisal reactions are believed to mediate the influence of leader-member exchange on effectiveness of performance appraisal system. The study was a cross sectional quantitative study in which survey approach was used for data collection. The data were collected through closed ended questionnaires to elicit the perceptions of dyad: 557 principals (raters) and 557 teachers (ratees) using the proportionate random sampling. The study concluded that according to ratees’ perceptions, effectiveness of performance appraisal system is dependent on leader-member exchange. Moreover, performance appraisal reactions link the levels of leader-member exchange and effectiveness of performance appraisal system. The conclusion drawn in this study was confirmed by taking aggregated leader-member exchange and found that effectiveness of performance appraisal system is dependent on the level of aggregated leader-member exchange. The present study contributes greatly in the field of appraisal research in that it is an attempt to develop a comprehensive model to measure the effectiveness of performance appraisal considering the social context of performance appraisal and appraisal reactions. The researcher has used the two levels of analysis to get the clear picture of leader-member exchange through ratees’ and aggregated perceptions of ratees and raters. Hence, the concerned authorities can pay more attention to developing a more comprehensive system where reactions are catered to.